Learning Charisma

什么是人格魅力？

What Is Charisma?

人格魅力的根源在于价值观和情感，它是亚里士多德所说的理性（logos）、人品（ethos）和情感（pathos）三者结合产生的影响力。也就是说，为说服他人，你必须运用强有力和合理的修辞，建立个人信用和道德信誉，并激发听众的感受和热情。领导者如果把这三件事做好，就能激发追随者的希望和理想，给予他们使命感，并激励他们完成伟大的事业。

Charisma is rooted in values and feelings. It’s influence born of the alchemy that Aristotle called the logos, the ethos, and the pathos; that is, to persuade others, you must use powerful and reasoned rhetoric, establish personal and moral credibility, and then rouse followers’ emotions and passions. If a leader can do those three things well, he or she can then tap into the hopes and ideals of followers, give them a sense of purpose, and inspire them to achieve great things.

我们的研究总结了12项核心CLT（“领导魅力策略”），效果最为明显，几乎适用于所有情境。

In our research, we have identified a dozen key CLTs. Some of them you may recognize as long-standing techniques of oratory.

9项CLT和语言相关：隐喻、明喻、类比；故事和逸闻；对比；修辞疑问；三个一组列举；表达道德信念；迎合群体情绪；制定高目标；传达实现目标的信心。

Nine of them are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; three-part lists; expressions of moral conviction; reflections of the group’s sentiments; the setting of high goals; and conveying confidence that they can be achieved.

此外有3项非语言CLT：声音变化、面部表情和手势。恰当使用这些策略的领导者，可以用一个愿景将追随者凝聚起来，效果令其他人望尘莫及。

Three tactics are nonverbal: animated voice, facial expressions, and gestures. People who use them appropriately can unite followers around a vision in a way that others can’t.

CLT策略不仅可用于公开演讲，还能用于日常对话——随时随地展现人格魅力。这些策略让你显得更强大、有能力和值得尊重，但同样重要的是，它们帮助你与听众建立情感联系。人格魅力（charisma）在希腊语中的原意是“特殊才能”。正确运用CLT，他人便会开始认为你确实有特殊才能。

The aim is to use the CLTs not only in public speaking but also in everyday conversations—to be more charismatic all the time. The tactics work because they help you create an emotional connection with followers, even as they make you appear more powerful, competent, and worthy of respect. In Greek, the word “charisma” means special gift. Start to use the CLTs correctly, and that’s what people will begin to think you have.

下面我们将具体介绍领导魅力策略。

Let’s now look at the tactics in detail.

联系，比较，对比

Connect, Compare, and Contrast

有魅力的讲话者能让听众理解所讲内容、引起共鸣并长久地记住。隐喻、明喻和类比是一个很有效的手段。马丁·路德·金就是比喻的大师。例如，在《我有一个梦想》（“I Have a Dream”）演讲中，他将美国宪法比喻为“银行本票”，保证所有公民享有不可让渡的生命权、自由权和追求幸福的权利。但他又指出，美国只给了黑人公民一张“空头支票”，上面盖着“资金不足”的戳子又退回来。每个人都知道收到空头支票是什么意思。这个信息清楚明白，长驻人心。

Charismatic speakers help listeners understand, relate to, and remember a message. A powerful way to do this is by using metaphors, similes, and analogies. Martin Luther King Jr. was a master of the metaphor. In his “I Have a Dream” speech, for example, he likened the U.S. Constitution to “a promissory note” guaranteeing the unalienable rights of life, liberty, and the pursuit of happiness to all people but noted that America had instead given its black citizens “a bad check,” one that had come back marked “insufficient funds.” Everyone knows what it means to receive a bad check. The message is crystal clear and easy to retain.

比喻在职场情境中也很有效。乔是我们培训过的一位管理者，在团队面临紧急迁址时，他用了一个比喻争取大家的支持。他的开场白是这样的：“当我从董事会听到这个消息时，感觉像是听到期待已久的怀孕消息。不同的是，我们有四个月而非九个月来准备。”团队马上明白，虽然这次变化短期内会带来不适，但最终结果会是积极的。

Metaphors can be effective in any professional context, too. Joe, a manager we worked with, used one to predispose his team to get behind an urgent relocation. He introduced it by saying: “When I heard about this from the board, it was like hearing about a long-awaited pregnancy. The difference is that we have four months instead of nine months to prepare.” The team instantly understood it was about to experience an uncomfortable but ultimately rewarding transition.

故事和传闻让所讲内容更有吸引力，并拉近听众与讲话者的距离。即便没有讲故事天赋的人，也能很有说服力地运用这一策略。例如，比尔·盖茨在哈佛大学的一次演讲中，敦促毕业生更全面地思考自身的责任：“我母亲⋯⋯一直在教育我为他人多做事情。我婚礼前的几天，她为我们主持了一场活动，并读了她写给梅琳达的一封信，内容是关于婚姻的。我母亲当时癌症病情已经很严重，但又看到了一次表达想法的机会。在信的结尾她引用了一句古训：‘得天独厚者，须替天行善道。’”

Stories and anecdotes also make messages more engaging and help listeners connect with the speaker. Even people who aren’t born raconteurs can employ them in a compelling way. Take this example from a speech Bill Gates gave at Harvard, urging graduates to consider their broader responsibilities: “My mother…never stopped pressing me to do more for others. A few days before my wedding, she hosted a bridal event, at which she read aloud a letter about marriage that she had written to Melinda. My mother was very ill with cancer at the time, but she saw one more opportunity to deliver her message, and at the close of the letter she [quoted]: ‘From those to whom much is given, much is expected.’”

对比是一项重要的CLT，因为它融合了理性与激情，通过与反面观点对照，戏剧性地强调你的立场。一个著名的例子，是约翰·肯尼迪的“不要问国家能为你做什么，要问你能为国家做什么”。从我们的经验看，对比是最容易学习和使用的策略之一，但也未能得到充分利用。

Contrasts are a key CLT because they combine reason and passion; they clarify your position by pitting it against the opposite, often to dramatic effect. Think of John F. Kennedy’s “Ask not what your country can do for you—ask what you can do for your country.” In our experience, contrasts are one of the easiest tactics to learn and use, and yet they aren’t used enough. 

引起注意，提炼观点

Engage and Distill

你可能觉得修辞疑问已经用滥了，但有人格魅力的领导者经常使用这种策略，以引起听众的注意。The Body Shop的创始人安妮塔·罗迪克（Anita Roddick）曾连用三个修辞疑问句，来解释她发起社会责任运动的动机，她说：“我的想法非常简单：怎样让商业行善？如何在社区中培植这种善？如何让社区成为商业的社会使命？”

Rhetorical questions might seem hackneyed, but charismatic leaders use them all the time to encourage engagement. Anita Roddick—founder of the Body Shop—once used three rhetorical questions to explain what led her to help start the social responsibility movement. The thinking, she said, “was really simple: How do you make business kinder? How do you embed it in the community? How do you make community a social purpose for business?”

这项策略在私下谈话中同样适用。例如，参与我们研究的一位管理者米卡，有效激励了表现不佳的下属。她说：“那么，从这里出去后你想怎么办？是回到办公室自怨自艾？还是展示你的能力？”

This tactic works just as well in private conversations. Take Mika, a manager in our study, who effectively motivated an underperforming subordinate by asking, “So, where do you want to go from here? Will it be back to your office feeling sorry for yourself? Or do you want to show what you are capable of achieving?” 

三个一组列举也是一种传统的说服技巧，它能够提炼关键信息。为什么是三个？因为大多数人能记住三件事，三能够证明某个规律，三能带来某种完整感。

Three-part lists are another old trick of effective persuasion because they distill any message into key takeaways. Why three? Because most people can remember three things; three is sufficient to provide proof of a pattern, and three gives an impression of completeness.

显示正直、权威和激情

Show Integrity, Authority, and Passion

表达道德信念和迎合群体情绪（即便是负面情绪）能向听众展示你的性格，引起共鸣和认可，从而建立威信。在“二战”胜利日演讲中，丘吉尔完美地捕捉到了国民的感受，并表达出光荣、勇气和同情。他说：“这是你们的时刻。这不是任何党派或阶级的胜利。这是伟大的不列颠民族全体的胜利。在这个古老的岛屿上，我们是第一批拔剑反对暴政的人⋯⋯我们孤独地站在这里。灯火熄灭，炸弹落下。但在这个国家，没有一个男人、女人或孩子想过退出战斗⋯⋯现在我们从殊死战斗中归来，残暴的敌人已被制服，正等待着我们的审判和我们的仁慈。”

Expressions of moral conviction and statements that reflect the sentiments of the group—even when the sentiments are negative—establish your credibility by revealing the quality of your character to your listeners and making them identify and align themselves with you. On Victory Day at the end of the Second World War, Winston Churchill brilliantly captured the feelings of the British people and also conveyed a spirit of honor, courage, and compassion. He said: “This is your hour. This is not victory of a party or of any class. It’s a victory of the great British nation as a whole. We were the first, in this ancient island, to draw the sword against tyranny….There we stood, alone. The lights went out and the bombs came down. But every man, woman, and child in the country had no thought of quitting the struggle….Now we have emerged from one deadly struggle—a terrible foe has been cast on the ground and awaits our judgment and our mercy.”

另一项帮助魅力领导者展现激情并激励追随者的CLT，是制定高目标。甘地曾在著名的“退出印度”（quit India）演讲中，定下几乎不可能实现的目标（也是道德目标），要求用非暴力方式将印度从英国统治下解放出来。

Another CLT, which helps charismatic leaders demonstrate passion—and inspire it in their followers—is setting high goals. Gandhi set the almost impossible (and moral) goal of liberating India from British rule without using violence, as laid out in his famous “quit India” speech.

但同时，领导者也必须传达实现目标的信心。甘地指出：“我知道，当我们做出足够的自我牺牲，英国政府将无法再剥夺我们的自由。”在后来的一次演讲中，他更有力地表达了信念：“即便联合国所有成员国反对我，即便整个印度抛弃我，我仍会说：‘你错了。印度将以非暴力的方式，从不情愿者的手中夺回自由。’即便我无法亲眼看到自由到来，非暴力斗争不会终结。”

But one must also convey confidence that the goals can be achieved. Gandhi noted: “I know the British Government will not be able to withhold freedom from us, when we have made enough self-sacrifice.” In a later speech he expressed his conviction more forcefully: “Even if all the United Nations opposes me, even if the whole of India forsakes me, I will say, ‘You are wrong. India will wrench with nonviolence her liberty from unwilling hands.’Even if my eyes close before there is freedom, nonviolence will not end.”

声音表现、肢体动作和面部表情这三种非语言策略，对人格魅力也非常关键。但它们并非所有人天生都能掌握，而且也很容易受文化情境影响。在亚洲被认为激情过头的表现，在南欧可能被认为过于拘谨。但领导者同样必须学习和练习这些策略，因为它们相较语言CLT更容易被听众理解，而且能给你的讲话断句，更好地抓住听众的注意力。

The three nonverbal cues—expressions of voice, body, and face—are also key to charisma. They don’t come naturally to everyone, however, and they are the most culturally sensitive tactics: What’s perceived as too much passion in certain Asian contexts might be perceived as too muted in southern European ones. But they are nonetheless important to learn and practice because they are easier for your followers to process than the verbal CLTs, and they help you hold people’s attention by punctuating your speech. 

回归实践

Putting It All into Practice

你现在学习了CLT，如何开始使用？很简单：做好准备，开始练习。准备演讲或展示时，你肯定应该考虑运用这些策略并进行演练。我们还建议管理者在一对一谈话或团队会议前考虑这些策略，以提高说服他人的能力。

Now that you’ve learned the CLTs, how do you start using them? Simple: Preparation and practice. When you’re mapping out a speech or a presentation, you should certainly plan to incorporate the tactics and rehearse them. We also encourage leaders to think about them before one-on-one conversations or team meetings in which they need to be persuasive.

你要做的是，掌握几项适合自身、因而能够自然展现（或至少看起来如此）的CLT。

The idea is to arm yourself with a few key CLTs that feel comfortable to you and therefore will come out spontaneously—or at least look as if they did.

领导者无须在每次对话中应用所有CLT，而应均衡使用一组策略。经过长期练习，领导者能够做到挥洒自如。

The goal isn’t to employ all the tactics in every conversation but to use a balanced combination. With time and practice, they will start to come out on the fly.

如果你认为自己天生不是魅力型人格，因此无法提升个人魅力，你就错了。在我们的研究中，初始魅力评分最低的领导者，也能显著缩小与善用CLT的同事的差距。

If you think you can’t improve because you’re just not naturally charismatic, you’re wrong. The managers with the lowest initial charisma ratings in our studies were able to significantly narrow the gap between themselves and their peers to whom the tactics came naturally.

的确，丘吉尔或马丁·路德·金不是靠培训和练习能造就的，但CLT可以让你在下属眼中更具人格魅力，这一定能帮助你成为更强大的领导者。

It’s true that no amount of training or practice will turn you into Churchill or Martin Luther King Jr. But the CLTs can make you more charismatic in the eyes of your followers, and that will invariably make you a more effective leader.

关键词：自管理

约翰·安东纳基斯是洛桑大学商业和经济学院终身教授，长期为企业提供领导力发展咨询。

玛丽卡·芬利是洛桑大学商业和经济学院管理学系博士研究生，主要研究性别和领导力。

苏·利希蒂是洛桑大学心理学硕士，从事组织发展咨询工作。

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